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2018 | OriginalPaper | Buchkapitel

5. Veränderte Rollen im HRM – neue Kompetenzanforderungen? Entwicklung eines HRM-Kompetenzmodells

Entwicklung eines empirisch validierten HRM-Kompetenzmodells in Österreich, Tschechien, der Slowakei und Ungarn

verfasst von : Barbara Covarrubias Venegas, Katharina Thill, Julia Domnanovich

Erschienen in: Personalmanagement

Verlag: Springer Fachmedien Wiesbaden

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Zusammenfassung

Die Aufgaben des und Erwartungen an das Personalmanagement haben sich in den vergangenen Jahrzehnten stark verändert und zusätzlich auch erweitert. Während zunächst die Administration im Vordergrund der Personalarbeit stand, rückten ab den 1970er-Jahren die MitarbeiterInnen als Unternehmensressource in den Fokus – und die Personalentwicklung gewann an Bedeutung. In den vergangenen drei Jahrzehnten wurde ebenso der Ruf nach einer strategischen Ausrichtung der Personalarbeit laut. Diese Veränderungen in den Rollen des HRM ziehen die Frage nach veränderten Kompetenzanforderungen nach sich. Der vorliegende Buchbeitrag diskutiert die Entwicklung eines HRM-Kompetenzmodells. Methodisches Vorgehen: 1) Literaturstudie 2) Qualitative Vorstudie in den Ländern Österreich, Tschechien, Slowakei und Ungarn 3) Quantitative Hauptstudie zur empirischen Validierung des HRM-Kompetenzmodells in den genannten Zielländern. Obgleich die Selbsteinschätzungen über die Landesgrenzen hinweg sehr ähnlich waren, werden Unterschiede und Handlungsansätze kurz diskutiert.

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Vorheriges Kapitel The Changing Role of External Providers of HRM: Empirical Evidence from Consecutive Cranet Surveys

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Titel: Veränderte Rollen im HRM – neue Kompetenzanforderungen? Entwicklung eines HRM-Kompetenzmodells
verfasst von: Barbara Covarrubias Venegas
Katharina Thill
Julia Domnanovich
Verlag: Springer Fachmedien Wiesbaden
Buch: Personalmanagement
Print ISBN: 978-3-658-15169-0

Electronic ISBN: 978-3-658-15170-6

Copyright-Jahr: 2018
DOI: https://doi.org/10.1007/978-3-658-15170-6_5